Stream II - Lecture 4 Flashcards

1
Q

Why is prospective analysis so important?

A

It is useful for forecasting and valuation

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2
Q

Why are forecasts so important?

A
  • Managers need forecasts for planning and to provide performance targets
  • Analysts need forecasts to help communicate their views of the firm’s prospects to investors
  • Bankers and debt market participants need forecasts to assess the probability of loan repayments
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3
Q

What are the two elements that driver patterns are determined by?

A
  • The current level of the driver relative to its typical level of comparison
  • The rate of reversion in the long run (the rate at which the driver returns to the mean (fade/persistence rate)
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4
Q

Why does sales growth revert to the mean?

A

New entrants to markets/exits from markets

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5
Q

How much more accurate are analyst forecasts than random walk forecasts?

A

22% on average

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6
Q

Why do firms with high ROE tend to experience earnings declines?

A

Because investors come in and make the denominator of ROE bigger

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7
Q

After decomposition what two components of ROE tend to be stable?

A

Asset turnover and leverage

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8
Q

What are some exogenous factors that may affect driver patterns?

A
  • Government and trade statistics (for economy and industry forecasts)
  • Forecasts of recession
  • Shifts in industry wide demand for product
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9
Q

What is contrarian stock selection?

A

Selling stocks with high growth and profits and buying stocks with low growth and profits. This allows you to take advantage of reversions.

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10
Q

What factors do we consider when we make a sales forecast?

A
  • Firm strategy
  • Product Market
  • Economy
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11
Q

What is sensitivity analysis and why is it important?

A

This is examining how values change in response to possible scenarios. It is important because it can be used to evaluate business decisions.

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12
Q

Is fundamental analysis justified under the assumption of efficient capital markets?

A

No. Prices reflect all past information and only react to new information.

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